Firemná kultúra má zásadný vplyv na zamestnancov, ich výkon, motiváciu, lojalitu a spokojnosť. Pomôžte svojim zamestnancom cítiť sa v práci dobre a budujte aktívne pozitívnu firemnú kultúru na základe princípov, ktoré budú v súlade s vašimi firemnými hodnotami.
The document discusses the implementation of Total Quality Management (TQM) at Rashtriya Ispat Nigam Limited (RINL), a public sector steel plant in India. RINL implemented TQM to improve quality, productivity, and performance. Key steps included establishing a TQM cell, quality management system, audits, and tools like quality improvement projects. Benchmarking, annual improvement plans, and employee involvement further drove continuous improvement. TQM provided tangible benefits such as increased sales and profits, lower costs, fewer defects and accidents. Intangible benefits included improved image, customer satisfaction, and quality culture. Full ISO 9001 certification confirmed RINL's success with TQM.
Supplier Relationship Management (SRM) Research 2012-2013salleijn
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
Firemná kultúra má zásadný vplyv na zamestnancov, ich výkon, motiváciu, lojalitu a spokojnosť. Pomôžte svojim zamestnancom cítiť sa v práci dobre a budujte aktívne pozitívnu firemnú kultúru na základe princípov, ktoré budú v súlade s vašimi firemnými hodnotami.
The document discusses the implementation of Total Quality Management (TQM) at Rashtriya Ispat Nigam Limited (RINL), a public sector steel plant in India. RINL implemented TQM to improve quality, productivity, and performance. Key steps included establishing a TQM cell, quality management system, audits, and tools like quality improvement projects. Benchmarking, annual improvement plans, and employee involvement further drove continuous improvement. TQM provided tangible benefits such as increased sales and profits, lower costs, fewer defects and accidents. Intangible benefits included improved image, customer satisfaction, and quality culture. Full ISO 9001 certification confirmed RINL's success with TQM.
Supplier Relationship Management (SRM) Research 2012-2013salleijn
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
This document provides an overview of operational excellence. It defines operational excellence as achieving success through the integration of four key elements: strategy deployment, performance management, process excellence, and high-performance work teams. It discusses each of these elements in detail with examples. For strategy deployment, it describes the importance of aligning business strategy with execution and provides frameworks for developing strategies. For performance management, it discusses how to translate strategies into measurable objectives and goals using balanced scorecards. For process excellence, it explains how to improve processes using approaches like Lean, Six Sigma and continuous improvement.
When you’re striving for aggressive growth in marketing, using OKRs is a great way to provide focus; here you’ll find marketing OKR examples for every role. If you’re looking for a basic introduction to OKRs, check out our Complete Guide to OKRs:
https://7geese.com/okr-objectives-and-key-results-faqs/
Table of Contents:
- Inbound Marketing OKR Examples
- Event Marketing OKR Examples
- Content Marketing OKR Examples
- Email Marketing OKR Examples
- Social Media Marketing OKR Examples
- Search Engine Optimization (SEO) OKR Examples
Introducción a Business Process Integration with SAP ( BPI II) o Integración de Procesos de negocio. Curso desarrollado para aplicar en una empresa con procesos de fabricación utilizando modulos de SAP como Controlling CO, Production Planning PP, Quality Management entre otros.
If the document were summarized in 3 sentences or less:
The document discusses steps the general manager of an automotive company would take to improve quality and follow Deming's principles. These steps include encouraging teamwork, continuous training, and treating workers as humans rather than commodities. It also analyzes which of Deming's 14 principles the company does not follow and provides solutions, such as defining company values and vision, and removing fear to encourage new ideas.
1. Coaching is a developmental process that involves instructing, disciplining, and inspiring people to achieve more than they think possible.
2. There are four common attitudes managers take toward coaching - from not coaching at all to actively coaching by setting goals and holding people accountable.
3. Coaching can be directive, by giving advice, or non-directive, by asking questions to help people learn on their own. Non-directive coaching is more powerful and lasting.
4. Effective coaching involves asking open-ended questions, giving balanced feedback, creating action plans, and following up through accountability sessions.
The document discusses best practices for implementing a successful supplier governance program. It identifies challenges in controlling supplier quality, such as the global nature of supply chains. It then outlines five best practices: 1) using data analytics to prioritize suppliers based on risk and performance; 2) streamlining supplier evaluation processes; 3) broadening supplier assessments; 4) establishing collaborative corrective action processes; and 5) sharing responsibility for quality improvement with suppliers. The goal is to take a risk-based approach and find more efficient ways to oversee suppliers.
This document discusses key performance indicators (KPIs) for operations managers. It provides resources for creating KPIs, including lists of sample KPIs, performance appraisal metrics, and steps to develop a KPI system. Some tips for developing effective KPIs include linking them to organizational strategies, focusing on 3-5 key result areas, and designing them to empower employees. The document also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
Embedding a culture of quality: ISO 9001:2015 FocusQualsys Ltd
What does an organisation with a mature culture of quality look like? In this ppt presentation, Richard Green, Former Head of Technical Services at CQI, explains what a culture of quality looks like, the essential building blocks and how to achieve this.
More information can be found: http://quality.eqms.co.uk/blog/6-critical-building-blocks-of-a-quality-culture
O documento descreve os principais aspectos a serem considerados no planejamento e implementação de um sistema CRM (Customer Relationship Management). São abordados tópicos como a necessidade de planejamento, contextualização do CRM, proposta de valor, aspectos culturais e estratégicos, pontos de relacionamento com o cliente e análise de oportunidades. O objetivo é alinhar as estratégias e processos da empresa com as funcionalidades de um sistema CRM para melhorar o relacionamento com os clientes.
Alineamiento Estratégico con OKRs - OKR Summit (Chile 2020)Johnny Ordóñez
Este documento describe cómo una compañía de telecomunicaciones en Perú implementó un sistema de Objetivos y Resultados Clave (OKRs) para alinear estratégicamente a la organización y medir el impacto de la transformación digital. La compañía desarrolló un ecosistema de OKRs con objetivos a nivel corporativo, de vicepresidencias y equipos, y realizó talleres para definir los OKRs. Implementó herramientas y paneles de control para el seguimiento de los OKRs y obtuvo resultados como más de 500 personas trabajando con OKRs y
Quality management involves three key processes: quality planning, quality assurance, and quality control. Quality planning identifies quality standards and how to meet them. Quality assurance applies quality activities to ensure all processes needed to meet requirements are employed. Quality control monitors results to determine if they comply with standards and identifies ways to eliminate unsatisfying results. These three processes work together to define quality policies and ensure a project satisfies its objectives.
This document discusses key performance indicators (KPIs) and how they can be used in a performance management system. It defines KPIs as quantifiable measures of an organization's performance in certain business areas. Examples are provided to illustrate how to identify objectives, KPIs, targets, owners, and timelines. A value flow analysis model is presented to show how inputs, processes, outputs, and outcomes are related. Careful selection of KPIs is important to indicate value generation across these elements.
Performance appraisals are used to evaluate employee performance and link to other HR functions. There are various methods of appraisal like critical incident reports, rating scales, and management by objectives. Appraisals are used to identify training needs, determine compensation, make promotion and dismissal decisions, and ensure recruitment and selection processes are effective. They enhance communication between managers and employees and support employee development.
This document provides guidance on developing a company's mission, vision, and values. It defines each component and offers guidelines. The mission is the organization's purpose for existing. The vision depicts the desired future state in 10-30 years through key metrics and impact. Values are the behavioral boundaries for achieving the vision. Developing these components helps provide strategic direction and engage employees. The document uses examples and emphasizes that the statements should be memorable, motivational, and enduring.
This document discusses key performance indicators (KPIs) for a sales administrative assistant position. It provides information on developing KPIs, including identifying key result areas, tasks, and methods for measuring performance. The document recommends that KPIs be clearly linked to strategy and answer important questions. It also warns against creating too many KPIs and notes that KPIs should change based on goals. Types of KPIs are defined, such as process, input, output, leading, and lagging KPIs.
You Say Process Excellence, She Says Operational Excellence, I Say Performanc...Mike Gammage
This document provides definitions and perspectives on operational excellence, process excellence, and performance excellence from various sources. While there is some variation in definitions, the concepts generally overlap and share common goals of improving processes, customer satisfaction, and business results through principles of continuous improvement, lean thinking, and quality management. The document suggests that in practice, organizations blend various tools and approaches based on their unique needs rather than adhere strictly to single methodologies.
Six Sigma is a statistical methodology for improving processes by reducing defects to 3.4 defects per million opportunities. It follows the DMAIC process of define, measure, analyze, improve, and control. Key roles in Six Sigma implementation include Executive Leadership to provide vision, Champions to oversee implementation, Master Black Belts as expert coaches, Black Belts to lead projects applying the methodology, Green Belts to support projects, and Process Owners responsible for targeted business processes.
The document is a skills matrix that lists the skills and proficiencies of various employees in different roles. It shows that Joe Smith is a supervisor with proficiencies in project management, leadership, financial acumen, Six Sigma, help desk, software, PC hardware, PC software, and customer service. Other employees like Sally Johnson and Susan Jones are technicians proficient in some of the same skills. Frank Wright is an analyst with additional proficiencies in written communication and presentation.
This document provides an overview of operational excellence. It defines operational excellence as achieving success through the integration of four key elements: strategy deployment, performance management, process excellence, and high-performance work teams. It discusses each of these elements in detail with examples. For strategy deployment, it describes the importance of aligning business strategy with execution and provides frameworks for developing strategies. For performance management, it discusses how to translate strategies into measurable objectives and goals using balanced scorecards. For process excellence, it explains how to improve processes using approaches like Lean, Six Sigma and continuous improvement.
When you’re striving for aggressive growth in marketing, using OKRs is a great way to provide focus; here you’ll find marketing OKR examples for every role. If you’re looking for a basic introduction to OKRs, check out our Complete Guide to OKRs:
https://7geese.com/okr-objectives-and-key-results-faqs/
Table of Contents:
- Inbound Marketing OKR Examples
- Event Marketing OKR Examples
- Content Marketing OKR Examples
- Email Marketing OKR Examples
- Social Media Marketing OKR Examples
- Search Engine Optimization (SEO) OKR Examples
Introducción a Business Process Integration with SAP ( BPI II) o Integración de Procesos de negocio. Curso desarrollado para aplicar en una empresa con procesos de fabricación utilizando modulos de SAP como Controlling CO, Production Planning PP, Quality Management entre otros.
If the document were summarized in 3 sentences or less:
The document discusses steps the general manager of an automotive company would take to improve quality and follow Deming's principles. These steps include encouraging teamwork, continuous training, and treating workers as humans rather than commodities. It also analyzes which of Deming's 14 principles the company does not follow and provides solutions, such as defining company values and vision, and removing fear to encourage new ideas.
1. Coaching is a developmental process that involves instructing, disciplining, and inspiring people to achieve more than they think possible.
2. There are four common attitudes managers take toward coaching - from not coaching at all to actively coaching by setting goals and holding people accountable.
3. Coaching can be directive, by giving advice, or non-directive, by asking questions to help people learn on their own. Non-directive coaching is more powerful and lasting.
4. Effective coaching involves asking open-ended questions, giving balanced feedback, creating action plans, and following up through accountability sessions.
The document discusses best practices for implementing a successful supplier governance program. It identifies challenges in controlling supplier quality, such as the global nature of supply chains. It then outlines five best practices: 1) using data analytics to prioritize suppliers based on risk and performance; 2) streamlining supplier evaluation processes; 3) broadening supplier assessments; 4) establishing collaborative corrective action processes; and 5) sharing responsibility for quality improvement with suppliers. The goal is to take a risk-based approach and find more efficient ways to oversee suppliers.
This document discusses key performance indicators (KPIs) for operations managers. It provides resources for creating KPIs, including lists of sample KPIs, performance appraisal metrics, and steps to develop a KPI system. Some tips for developing effective KPIs include linking them to organizational strategies, focusing on 3-5 key result areas, and designing them to empower employees. The document also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
Embedding a culture of quality: ISO 9001:2015 FocusQualsys Ltd
What does an organisation with a mature culture of quality look like? In this ppt presentation, Richard Green, Former Head of Technical Services at CQI, explains what a culture of quality looks like, the essential building blocks and how to achieve this.
More information can be found: http://quality.eqms.co.uk/blog/6-critical-building-blocks-of-a-quality-culture
O documento descreve os principais aspectos a serem considerados no planejamento e implementação de um sistema CRM (Customer Relationship Management). São abordados tópicos como a necessidade de planejamento, contextualização do CRM, proposta de valor, aspectos culturais e estratégicos, pontos de relacionamento com o cliente e análise de oportunidades. O objetivo é alinhar as estratégias e processos da empresa com as funcionalidades de um sistema CRM para melhorar o relacionamento com os clientes.
Alineamiento Estratégico con OKRs - OKR Summit (Chile 2020)Johnny Ordóñez
Este documento describe cómo una compañía de telecomunicaciones en Perú implementó un sistema de Objetivos y Resultados Clave (OKRs) para alinear estratégicamente a la organización y medir el impacto de la transformación digital. La compañía desarrolló un ecosistema de OKRs con objetivos a nivel corporativo, de vicepresidencias y equipos, y realizó talleres para definir los OKRs. Implementó herramientas y paneles de control para el seguimiento de los OKRs y obtuvo resultados como más de 500 personas trabajando con OKRs y
Quality management involves three key processes: quality planning, quality assurance, and quality control. Quality planning identifies quality standards and how to meet them. Quality assurance applies quality activities to ensure all processes needed to meet requirements are employed. Quality control monitors results to determine if they comply with standards and identifies ways to eliminate unsatisfying results. These three processes work together to define quality policies and ensure a project satisfies its objectives.
This document discusses key performance indicators (KPIs) and how they can be used in a performance management system. It defines KPIs as quantifiable measures of an organization's performance in certain business areas. Examples are provided to illustrate how to identify objectives, KPIs, targets, owners, and timelines. A value flow analysis model is presented to show how inputs, processes, outputs, and outcomes are related. Careful selection of KPIs is important to indicate value generation across these elements.
Performance appraisals are used to evaluate employee performance and link to other HR functions. There are various methods of appraisal like critical incident reports, rating scales, and management by objectives. Appraisals are used to identify training needs, determine compensation, make promotion and dismissal decisions, and ensure recruitment and selection processes are effective. They enhance communication between managers and employees and support employee development.
This document provides guidance on developing a company's mission, vision, and values. It defines each component and offers guidelines. The mission is the organization's purpose for existing. The vision depicts the desired future state in 10-30 years through key metrics and impact. Values are the behavioral boundaries for achieving the vision. Developing these components helps provide strategic direction and engage employees. The document uses examples and emphasizes that the statements should be memorable, motivational, and enduring.
This document discusses key performance indicators (KPIs) for a sales administrative assistant position. It provides information on developing KPIs, including identifying key result areas, tasks, and methods for measuring performance. The document recommends that KPIs be clearly linked to strategy and answer important questions. It also warns against creating too many KPIs and notes that KPIs should change based on goals. Types of KPIs are defined, such as process, input, output, leading, and lagging KPIs.
You Say Process Excellence, She Says Operational Excellence, I Say Performanc...Mike Gammage
This document provides definitions and perspectives on operational excellence, process excellence, and performance excellence from various sources. While there is some variation in definitions, the concepts generally overlap and share common goals of improving processes, customer satisfaction, and business results through principles of continuous improvement, lean thinking, and quality management. The document suggests that in practice, organizations blend various tools and approaches based on their unique needs rather than adhere strictly to single methodologies.
Six Sigma is a statistical methodology for improving processes by reducing defects to 3.4 defects per million opportunities. It follows the DMAIC process of define, measure, analyze, improve, and control. Key roles in Six Sigma implementation include Executive Leadership to provide vision, Champions to oversee implementation, Master Black Belts as expert coaches, Black Belts to lead projects applying the methodology, Green Belts to support projects, and Process Owners responsible for targeted business processes.
The document is a skills matrix that lists the skills and proficiencies of various employees in different roles. It shows that Joe Smith is a supervisor with proficiencies in project management, leadership, financial acumen, Six Sigma, help desk, software, PC hardware, PC software, and customer service. Other employees like Sally Johnson and Susan Jones are technicians proficient in some of the same skills. Frank Wright is an analyst with additional proficiencies in written communication and presentation.
Co má obsahovat příprava před stavbou úspěšného webu. Matej Chyľa
Příprava webu bývá zdlouhavá a nudná. Avšak je klíčová pro obchodně úspěšný web. Povím vám, na co byste vy ani váš dodavatel neměli zapomenout, aby se investované prostředky vrátily!
Internet je plný zmien. V podstate každý deň príde niečo nové, na čo treba reagovať, vedieť to použiť a hlavne využiť vo svoj prospech. Aj preto sme dali dokopy 14 tipov pre eshopy, ktoré by mohli byť v roku 2017 užitočné.
Online marketing nie je len o kampaniach, sociálnych sieťach či webovej analytike. Psychologický aspekt komunikácie, naceňovania a prípravy reklamných kampaní by sme nemali nikdy podceňovať. Táto prezentácia je dostupná aj na YouTube v podobe webináru: https://www.youtube.com/playlist?list=PLwzA4IRip_Zp-dvBlEKoh31FY7EmkfvDB